Programme and Portfolio Management

The organization constantly develops its strategically calibrated resource base – capital assets, skilled labor force, supplier networks, strategic alliances, marketing networks of intelligence, financial resources, strategic operations, management processes and international Human Resource Management (HRM) practices (Andrews, K 1994). The average organization grows from strength to strength by adopting capability enhancement strategies that have little parallel elsewhere in the industry. Thus strategically impervious core competencies have been built around this formula or framework of strengths and weaknesses. It’s a paradigm of a priori elements of which the dispensation is characterized by a very highly valued and rare VRIO – value, rarity, inimitability, and organization – resource framework.However, its competitors haven’t altogether given up hope on defeating Google at its own game one day in the future. Strategic project management process of a first mover in developing difficult-to-copy resources might still lack some essential strategic elements in its management strategy. Strategic management processes involve careful planning for future growth and marketing possibilities. The level of competition coming from other competitors must be taken into consideration.To identify the possible existence of a policy and design level convergence between and among the immediate variables – e.g. project portfolio management process and implementation strategy – in the current literature on the subject of project programme and portfolio management.To identify and analyze the existing policy level disagreements among consultants on the subject of effectively designing and implementing project portfolio management programmes at the organizational level.